The entire rectangle depicts a person’s expectations. The light blue area depicts
experiences hospitals measure. The RED areas depict what hospitals know about
about the expectations. (There are no RED areas.)
The document discusses the Total Quality of a Patient's Encounter (TQE), which aims to provide a remarkable experience for patients at every step of their healthcare journey, from pre-hospitalization through post-hospitalization. It notes that hospitals often ignore aspects of a patient's experience outside of direct clinical care, such as interactions with staff, amenities, and digital/administrative services, which can impact patient satisfaction and the likelihood they will return or refer others. The graphic shows the many touchpoints before, during, and after hospitalization that contribute to a patient's total experience of quality.
This document is a checklist for offices to indicate why a patient's medical chart is unavailable for review. It provides codes and descriptions for common reasons charts may not be accessible, such as the chart being located at another facility, the patient being deceased, or the patient never having been a patient of the provider. The office is asked to check the appropriate code for why the chart is unavailable and provide contact information.
This document discusses moving from a patient experience management model focused on internal systems and transactions to a patient equity management model focused on emotional value and relationships from the patient's perspective. It argues that hospitals should view themselves not just as healthcare providers but also in the business of "decommodifying" to differentiate their brand. Rather than using technology primarily for efficiency, hospitals should use it and other initiatives to actively grow, retain and service their patient base in order to increase lifetime patient value and profitability. The focus should shift from the enterprise to individual patients and their connections to create a more personalized experience across any access channel.
This document outlines the current process for scheduling appointments and lab work at a hospital, which involves patients calling in and providing their information to schedulers multiple times, being placed on hold, and schedulers manually entering the information. It suggests allowing patients to enter their own information and schedule appointments online for a more streamlined experience.
The document discusses the need for hospitals to look beyond HCAHPS scores when measuring patient experience and satisfaction. It proposes that hospitals should measure their "Total Quality of a Person's Encounter" (TQE), which takes into account a patient's entire experience before, during, and after their hospital visit, including both clinical and non-clinical interactions. The document lists 27 questions hospitals should be able to answer to better understand their TQE, such as what touchpoints have the greatest impact on patient experience, what percentage of patients they retain and receive referrals from, and what patients would change to improve their experience.
Most hospital websites lack a clear call to action on their landing page and have confusing navigation that frustrates visitors trying to find important information like scheduling an appointment. This leads many people to abandon the site and seek healthcare elsewhere without the hospital ever knowing they were a prospective patient.
Pale Rhino is a consulting firm that helps healthcare providers improve patient access and experience. They conducted an engagement with a large teaching hospital to create a strategy for the hospital's call center. Pale Rhino assessed the current call center, identified gaps in functionality and ability to handle different call types. They recommended implementing a CRM system, expanding call center services and hours, and developing a coordinated digital access strategy including a patient portal and mobile access to provide a seamless omnichannel experience for patients. The new strategy aimed to improve caller and employee satisfaction while achieving key performance metrics for the health system.
The document discusses the Total Quality of a Patient's Encounter (TQE), which aims to provide a remarkable experience for patients at every step of their healthcare journey, from pre-hospitalization through post-hospitalization. It notes that hospitals often ignore aspects of a patient's experience outside of direct clinical care, such as interactions with staff, amenities, and digital/administrative services, which can impact patient satisfaction and the likelihood they will return or refer others. The graphic shows the many touchpoints before, during, and after hospitalization that contribute to a patient's total experience of quality.
This document is a checklist for offices to indicate why a patient's medical chart is unavailable for review. It provides codes and descriptions for common reasons charts may not be accessible, such as the chart being located at another facility, the patient being deceased, or the patient never having been a patient of the provider. The office is asked to check the appropriate code for why the chart is unavailable and provide contact information.
This document discusses moving from a patient experience management model focused on internal systems and transactions to a patient equity management model focused on emotional value and relationships from the patient's perspective. It argues that hospitals should view themselves not just as healthcare providers but also in the business of "decommodifying" to differentiate their brand. Rather than using technology primarily for efficiency, hospitals should use it and other initiatives to actively grow, retain and service their patient base in order to increase lifetime patient value and profitability. The focus should shift from the enterprise to individual patients and their connections to create a more personalized experience across any access channel.
This document outlines the current process for scheduling appointments and lab work at a hospital, which involves patients calling in and providing their information to schedulers multiple times, being placed on hold, and schedulers manually entering the information. It suggests allowing patients to enter their own information and schedule appointments online for a more streamlined experience.
The document discusses the need for hospitals to look beyond HCAHPS scores when measuring patient experience and satisfaction. It proposes that hospitals should measure their "Total Quality of a Person's Encounter" (TQE), which takes into account a patient's entire experience before, during, and after their hospital visit, including both clinical and non-clinical interactions. The document lists 27 questions hospitals should be able to answer to better understand their TQE, such as what touchpoints have the greatest impact on patient experience, what percentage of patients they retain and receive referrals from, and what patients would change to improve their experience.
Most hospital websites lack a clear call to action on their landing page and have confusing navigation that frustrates visitors trying to find important information like scheduling an appointment. This leads many people to abandon the site and seek healthcare elsewhere without the hospital ever knowing they were a prospective patient.
Pale Rhino is a consulting firm that helps healthcare providers improve patient access and experience. They conducted an engagement with a large teaching hospital to create a strategy for the hospital's call center. Pale Rhino assessed the current call center, identified gaps in functionality and ability to handle different call types. They recommended implementing a CRM system, expanding call center services and hours, and developing a coordinated digital access strategy including a patient portal and mobile access to provide a seamless omnichannel experience for patients. The new strategy aimed to improve caller and employee satisfaction while achieving key performance metrics for the health system.
Readmission rates remain high and unchanging. Why not rethink the problem. What if readmission rates could decrease by 20-30% by using an interactive discharge portal that allowed the discharged patient to enter data that would be reviewed by their provider.
This document provides an overview of the e-HOM (Healthcare Operations Map), which is a service management business process model. The e-HOM maps healthcare business processes across three levels - managing the business of healthcare, managing the delivery of care, and information management processes. It shows key processes like patient interface management, ordering and results management, clinical documentation, and accounting and billing. The e-HOM is intended to capture healthcare operations and transactions in a standardized framework.
The biggest reason existing population health management efforts will fail to be effective is that providers have no idea of the status of a person's health if the patient is not in the hospital. Providers must create a way for patients to communicate their health for all of the days they are not inpatients.
The document discusses improving patient access experiences for healthcare providers. It notes that providers have innovated access by using better phone systems to answer patient calls, which has led to benefits like reducing call volumes by 30% and saving $900,000. Improved scheduling applications helped increase capacity by 15% while reducing cancellations and no-shows by 20% each. The document also discusses factors contributing to poor access, the business challenges it creates, what makes consumers switch providers, and the returns on investment that can come from improving the patient access experience through reducing call volumes, wait times and providing effective alternative access channels.
The document discusses how payers must change their approach to better manage population health and accountable care. Specifically:
- Payers currently only interact regularly with 20% of members through monthly bills, but will need to engage more members to improve outcomes.
- The member experience needs to be omni-channel, interactive, cognitive, and mobile-first to better engage individuals.
- The payer business model will shift from business-to-business to consumer-focused in order to retain and service more individual customers.
- Payers currently do not have the right systems or data to effectively support individual members and need strategies to improve care, wellness, and population health management.
The document discusses opportunities to improve the patient experience for accessing healthcare. It notes that patients now expect seamless, on-demand access across any channel based on experiences with other industries. However, most healthcare organizations still focus primarily on phone-based access and measure success based on call metrics rather than the patient perspective. The document advocates designing access with a patient-centered, omni-channel approach to provide a consistent experience across online, mobile, phone and social media channels. This would better meet evolving patient expectations for convenient, on-demand access to information and services.
Pale Rhino Consulting is a business consulting and technology solutions company focused on enabling healthcare providers and payers to improve patient and customer experience and access. The document discusses how most providers currently do not have a comprehensive strategy for how people access and experience their healthcare, with many access points being unsatisfactory and the experiences of most stakeholders being unknown. It then outlines Pale Rhino's approach to helping providers develop an enterprise-wide patient access and experience strategy, with the goals of improving satisfaction, referrals, retention, and health outcomes while reducing costs. The strategy involves assessing current access points and experiences, defining personas and journeys, designing new strategies, and creating roadmaps for implementation.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
The 2017 Accenture Technology Vision report showcases the top five disruptive IT trends and innovations shaping the business landscape in 2017 and beyond. Take action today and shape technology to fit your needs.
Learn more at www.accenture.com/technologyvision
1) The document discusses how healthcare companies need to deliver a remarkable customer experience through cognitive technologies, mobile access, and personalized engagement within the next 2-3 years.
2) It proposes a cognitive healthcare concierge that collects patients' health data daily, analyzes the information, provides health recommendations and advice, schedules appointments, refills prescriptions, and more - all through natural interactions like saying "OK Google."
3) The benefits of this cognitive healthcare concierge model include increased patient acquisition and retention, improved care, driving wellness programs, and making the healthcare experience as easy as other consumer-focused companies.
The healthcare delivery model has changed due to consumer expectations shaped by other industries. Consumers now expect ease of access, personalization, and omni-channel options similar to retail. This has led to the rise of retail healthcare clinics and telehealth. During COVID, telehealth visits increased dramatically as consumers chose the most convenient options. The traditional primary care model was not convenient for consumers and retail healthcare options now provide a more seamless experience for patients from diagnosis to treatment.
The document discusses healthcare consumerism and its implementation. It makes the following key points:
1. Consumerism in healthcare affects all stakeholders, including patients, families, physicians, and prospective patients. However, consumerism experiences are generally negative for patients.
2. Simply defining consumerism is not enough - healthcare organizations must champion it, incorporate it into strategies and budgets, and develop executable plans.
3. CMS heavily influences healthcare business strategies and definitions of concepts like patient experience, but its approach is limited and excludes important stakeholders and touchpoints.
Patient equity management involves treating patients as valuable assets worth tens of thousands to hundreds of thousands of dollars over their lifetime. Hospitals need to implement patient equity management strategies to improve patient satisfaction and experience at every touchpoint, as satisfied patients are more likely to return, refer others, and generate new revenue streams. The basic steps of a patient equity management strategy include creating a patient touchpoint map, interviewing patients to evaluate touchpoint effectiveness, and designing a total patient encounter strategy to maximize satisfaction across all interactions.
Paul Roemer is a professional services executive and business transformation strategist with expertise in building and managing profitable consulting practices. He has founded his own international consulting firm and built successful practices focused in IT consulting and strategy in telecommunications and healthcare. He has extensive experience managing risky and highly visible projects for clients across various industries.
The document discusses key factors for a successful EHR implementation. It emphasizes that the project should be user-driven, not IT-driven, with users rigorously documenting workflows and processes upfront. Users should control aspects like responsibilities, deadlines and interfaces, while IT focuses on computational logic, data, and infrastructure. Failure is common if EHR is used to automate poor existing processes rather than improve workflows. For the project to succeed, users, IT, and vendors must work together from the beginning with a detailed plan focused on usability and meaningful use for clinical staff.
This final rule implements provisions of the American Recovery and Reinvestment Act of 2009 that provide incentive payments to eligible professionals, hospitals, and critical access hospitals that adopt and demonstrate meaningful use of certified electronic health records technology. It specifies criteria to qualify for incentive payments, how payments are calculated, and payment adjustments for those who fail to demonstrate meaningful use. The Office of the National Coordinator for Health Information Technology will also issue standards and certification criteria for electronic health records.
Readmission rates remain high and unchanging. Why not rethink the problem. What if readmission rates could decrease by 20-30% by using an interactive discharge portal that allowed the discharged patient to enter data that would be reviewed by their provider.
This document provides an overview of the e-HOM (Healthcare Operations Map), which is a service management business process model. The e-HOM maps healthcare business processes across three levels - managing the business of healthcare, managing the delivery of care, and information management processes. It shows key processes like patient interface management, ordering and results management, clinical documentation, and accounting and billing. The e-HOM is intended to capture healthcare operations and transactions in a standardized framework.
The biggest reason existing population health management efforts will fail to be effective is that providers have no idea of the status of a person's health if the patient is not in the hospital. Providers must create a way for patients to communicate their health for all of the days they are not inpatients.
The document discusses improving patient access experiences for healthcare providers. It notes that providers have innovated access by using better phone systems to answer patient calls, which has led to benefits like reducing call volumes by 30% and saving $900,000. Improved scheduling applications helped increase capacity by 15% while reducing cancellations and no-shows by 20% each. The document also discusses factors contributing to poor access, the business challenges it creates, what makes consumers switch providers, and the returns on investment that can come from improving the patient access experience through reducing call volumes, wait times and providing effective alternative access channels.
The document discusses how payers must change their approach to better manage population health and accountable care. Specifically:
- Payers currently only interact regularly with 20% of members through monthly bills, but will need to engage more members to improve outcomes.
- The member experience needs to be omni-channel, interactive, cognitive, and mobile-first to better engage individuals.
- The payer business model will shift from business-to-business to consumer-focused in order to retain and service more individual customers.
- Payers currently do not have the right systems or data to effectively support individual members and need strategies to improve care, wellness, and population health management.
The document discusses opportunities to improve the patient experience for accessing healthcare. It notes that patients now expect seamless, on-demand access across any channel based on experiences with other industries. However, most healthcare organizations still focus primarily on phone-based access and measure success based on call metrics rather than the patient perspective. The document advocates designing access with a patient-centered, omni-channel approach to provide a consistent experience across online, mobile, phone and social media channels. This would better meet evolving patient expectations for convenient, on-demand access to information and services.
Pale Rhino Consulting is a business consulting and technology solutions company focused on enabling healthcare providers and payers to improve patient and customer experience and access. The document discusses how most providers currently do not have a comprehensive strategy for how people access and experience their healthcare, with many access points being unsatisfactory and the experiences of most stakeholders being unknown. It then outlines Pale Rhino's approach to helping providers develop an enterprise-wide patient access and experience strategy, with the goals of improving satisfaction, referrals, retention, and health outcomes while reducing costs. The strategy involves assessing current access points and experiences, defining personas and journeys, designing new strategies, and creating roadmaps for implementation.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
The 2017 Accenture Technology Vision report showcases the top five disruptive IT trends and innovations shaping the business landscape in 2017 and beyond. Take action today and shape technology to fit your needs.
Learn more at www.accenture.com/technologyvision
1) The document discusses how healthcare companies need to deliver a remarkable customer experience through cognitive technologies, mobile access, and personalized engagement within the next 2-3 years.
2) It proposes a cognitive healthcare concierge that collects patients' health data daily, analyzes the information, provides health recommendations and advice, schedules appointments, refills prescriptions, and more - all through natural interactions like saying "OK Google."
3) The benefits of this cognitive healthcare concierge model include increased patient acquisition and retention, improved care, driving wellness programs, and making the healthcare experience as easy as other consumer-focused companies.
The healthcare delivery model has changed due to consumer expectations shaped by other industries. Consumers now expect ease of access, personalization, and omni-channel options similar to retail. This has led to the rise of retail healthcare clinics and telehealth. During COVID, telehealth visits increased dramatically as consumers chose the most convenient options. The traditional primary care model was not convenient for consumers and retail healthcare options now provide a more seamless experience for patients from diagnosis to treatment.
The document discusses healthcare consumerism and its implementation. It makes the following key points:
1. Consumerism in healthcare affects all stakeholders, including patients, families, physicians, and prospective patients. However, consumerism experiences are generally negative for patients.
2. Simply defining consumerism is not enough - healthcare organizations must champion it, incorporate it into strategies and budgets, and develop executable plans.
3. CMS heavily influences healthcare business strategies and definitions of concepts like patient experience, but its approach is limited and excludes important stakeholders and touchpoints.
Patient equity management involves treating patients as valuable assets worth tens of thousands to hundreds of thousands of dollars over their lifetime. Hospitals need to implement patient equity management strategies to improve patient satisfaction and experience at every touchpoint, as satisfied patients are more likely to return, refer others, and generate new revenue streams. The basic steps of a patient equity management strategy include creating a patient touchpoint map, interviewing patients to evaluate touchpoint effectiveness, and designing a total patient encounter strategy to maximize satisfaction across all interactions.
Paul Roemer is a professional services executive and business transformation strategist with expertise in building and managing profitable consulting practices. He has founded his own international consulting firm and built successful practices focused in IT consulting and strategy in telecommunications and healthcare. He has extensive experience managing risky and highly visible projects for clients across various industries.
The document discusses key factors for a successful EHR implementation. It emphasizes that the project should be user-driven, not IT-driven, with users rigorously documenting workflows and processes upfront. Users should control aspects like responsibilities, deadlines and interfaces, while IT focuses on computational logic, data, and infrastructure. Failure is common if EHR is used to automate poor existing processes rather than improve workflows. For the project to succeed, users, IT, and vendors must work together from the beginning with a detailed plan focused on usability and meaningful use for clinical staff.
This final rule implements provisions of the American Recovery and Reinvestment Act of 2009 that provide incentive payments to eligible professionals, hospitals, and critical access hospitals that adopt and demonstrate meaningful use of certified electronic health records technology. It specifies criteria to qualify for incentive payments, how payments are calculated, and payment adjustments for those who fail to demonstrate meaningful use. The Office of the National Coordinator for Health Information Technology will also issue standards and certification criteria for electronic health records.
This document provides an agenda and summaries for an event on EMR adoption. The event includes opening remarks from Dr. Michael Fossel on understanding the challenges of EMR implementation. Dr. Kennedy Ganti then discusses the HITECH Act and meaningful use criteria. Jean-Michel Van shares lessons from Europe on how EMRs have saved costs, lives, and time based on the experiences of several countries. Finally, Paul Roemer covers critical success factors for EHR adoption, including enterprise readiness, implementation planning, risk assessment, and cost-benefit analysis. A panel discussion and Q&A session follow.
The document discusses several key points about electronic health records (EHRs):
1) Currently, none of the EHR vendors meet federal requirements because their systems are not interoperable between each other.
2) For EHRs to have value, they must be interconnected and allow information to be shared between different providers and organizations through regional and national health information networks.
3) A network of interconnected EHRs has much higher value than individual systems that are not connected.
This document discusses setting up shared services for a large pediatric hospital and its physician practices to improve efficiencies and reduce costs. It describes the hospital's current decentralized structure with duplicate departments across organizations. The future state proposed is to consolidate departments, workflows and technology into a single shared services organization. Implementing this change would help address financial challenges currently facing the hospital by standardizing processes and reducing costs. The document outlines approaches, challenges, timelines and considerations for establishing an effective shared services model to maximize the return on investment from an electronic health record system.
More from IBM Global Healthcare Consumerism Leader (14)
1. Patient Expectation Gap
A remarkable experience for every patient
every time
1
Pre Hospitalization Post HospitalizationHospitalization
HCAHPS Experiences
Non Clinical Experiences;
patients, family, friends,
parking, food service
Website, patient portal,
call center, CRM,
social media, scheduling,
admissions, 2nd opinion,
referrals
billing, collections,
claims, scheduling,
therapy, appointments,
Unsatisfied prospects
leave w/o buying
Unsatisfied patients
don’t return or refer
The entire rectangle depicts a person’s expectations. The light blue area depicts
experiences hospitals measure. The RED areas depict what hospitals know about
about the expectations. (There are no RED areas.)